David Minifie, Chief Experience Officer & EVP, Corporate Strategy, Centene Corporation

Annual performance reviews are a necessary evil, but I believe coaching should happen always, and in real-time.  Feedback is a gift, and we should be generous with our subordinates and our peers in doling out that gift.  The annual review should yield no surprises, but rather document what we’ve already discussed, weekly, over the past twelve months.

Kimberly Kupiecki, Global Leader Communications, Advocacy & Sustainability, The Dow Chemical Company

Super relevant for me right now as we are in the midst of mid-year performance reviews. I personally love these reviews why?
1) it’s less pressure than end of year – lends itself to more open and candid conversations
2) its a good check in on what we set out to do and if we need to adjust mid-year
3) you can assess progress against goals before it’s too late

Luis Casado, Head of EMEA Print Marketing, HP

At HP we have a yearly cycle which I think it’s too far apart so I have 4 lighter quarterly performance reviews based on the objectives we agreed the former quarter. These are a combination of business and personal development, and also with a focus on the short term but in the context of the long term BIG objectives we agree yearly. This increased frequency forces us to spend more time but I think at the end it’s appreciated and helps to elevate both performance and engagement.

Doug Zarkin, VP, CMO, Pearle Vision

Performance management is not a one time dialogue. It’s a real-time, each and every day part of being an effective leader. 

While we have annual reviews, this serves mainly as a formal moment to memorialize what should be a series of meaningful conversations you have with your team. 
Who cares for example what happened 9 months ago! If you don’t coach and train and teach each and every day, you’re going to miss out on unlocking the potential of your people… not to mention limit your effectiveness as a leader. 

Lisa Kaplan, VP Marketing & Strategy, M. Holland Company

Performance reviews are an important part of development and goal alignment. I prefer to meet regularly with my team to discuss goals and milestones, as opposed to a six month or annual performance review.  If done consistently, employees should have a good sense of their performance as viewed by the organization/their manager and the annual review becomes redundant. There are several benefits to this approach, but real-time course correction and frequent opportunities for coaching are at the top of the list for me.

Muriel Lotto, Head of Global Brand & Marketing, Western Union

The old fashioned way of doing once a year appraisals and performance review is archaic and not conducive to better performance at all.

Open, honest, real-time feedback is key to building relationships and managing performance. I personally prefer live action coaching, supplemented by quarterly reviews to look back at what’s been achieved and set the course (and adjust it if necessary) for the next quarter. It’s also a good opportunity to discuss development and support needs more in-depth.

For me, the critical part is the real-time feedback.

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